PRINCIPLES OF

MANAGEMENT
1

Introduction to
Management and
Organizations

INSTRUCTOR:
DR. AMIR IKRAM
[email protected]
W W W. A M I R I K R A M 1 2 . B L O G S P O T . C O M
 2

Principles of
Management

Introduction to Management
Learning Objectives
1. What is Management?
2. Who are Managers; Levels of Management?
3. What is an Organization?
4. Management Skills; skills in relation with levels
of management.
5. What managers do? Management Functions
approach
6. What managers do? Management roles approach
7. Why study Management?
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 What Is Management?
3

Management is the process of getting work done

with, by and through people, efficiently and
effectively.
Managerial Concerns
Efficiency Vs. Effectiveness
 Efficiency
 “Doing things right”
 Getting the most output for the least inputs

 Effectiveness
 “Doing the right things”
 Attaining organizational goals
 Effectiveness and Efficiency in Management
4

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 Who Are Managers?
5

Manager
 Someone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.
 Classifying Managers
First-line Managers
 Individuals who manage the work of non-managerial
employees.
Middle Managers
 Individuals who manage the work of first-line managers.
Top Managers
 Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that
affect the entire organization.

6
Managerial Levels
7
 Functions of Management
8

Organizing

Planning Leading

Controlling

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 Functions of Management (Cont.)
9

Functional Approach (Henry Fayol)

 Planning
 Defining goals, establishing strategies to achieve goals, developing
plans to integrate and coordinate activities.

 Organizing
 Arranging and structuring work to accomplish organizational
goals. Deciding on who will do what, and thereby assigning the
required resources.

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 Functions of Management (Cont.)
10

Functional Approach (Henry Fayol)

 Leading
 Working with and through people to accomplish goals; motivation.

 Controlling
 Monitoring, comparing, and correcting work.

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 Functions of Management (Cont.)
11

Planning Organizing Leading Controlling

1.Defining goals 1.Determining 1.Directing Monitoring
2.Establishing what needs to 2.Motivating activities to
strategy done all involved ensure that Achieving the
Resulting in
3.Developing 2.How it will parties they are organization’s
sub-plans be to done 3.Resolving accomplished stated purpose
coordinate 3.who is to do conflicts as planned
activities it

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 Management Roles
12

Mintzberg concluded that managers perform 10

different but highly interrelated roles. These 10 roles
can be grouped under three primary headings:
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator, spokesperson
 Decisional roles
 Disturbance handler, resource allocator, negotiator,
entrepreneur

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1–13
 Interpersonal Roles
14

This part encompasses three roles:

Role Description Identifiable
Activities
Figurehead Symbolic head; obliged to perform a Greeting visitors;
number of routine duties of a legal or social signing documents
nature
Responsible for the motivation and Performing virtually all
activation of employees; responsible for activities that involve
Leader
staffing, training, and associated duties subordinates
Maintains self-developed network of Acknowledging mail;
outside contacts and informers who provide performing other
Liaison favors and information activities that involve
outsiders

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 Informational Roles
15

The informational roles also include three roles:

Role Description Identifiable
Activities
Emerges as nerve center of internal Reading periodicals and
Monitor and external information . reports; maintaining
personal contact.

Disseminator Transmits information received from Holding informational

other employees to members of meeting; making phone
the organization. calls to relay information.
Spokesperso Transmit information to outsiders on Holding board
n organization’s plan, policies, actions, meeting; giving
results, etc. information to the media.

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 Decisional roles
16

The decisional roles include four roles:

Role Description Identifiable
Activities
Searches for development opportunities in Designing and initiating
Entrepreneur the dynamic environment and initiates changes within the
“improvement projects”. organization.
Disturbance Responsible for corrective action when Taking corrective action in
handler organization faces important disturbances. non-routine situations.
Resource Responsible for the allocation of Deciding on ‘who will do
allocator organizational resources of all kinds. what’

Negotiator Responsible for representing the Participating in

negotiations with other
organization at major negotiations.
parties.

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 Management Skills
17

What managers do?

Skills Approach
 Technical skills
 Knowledge and proficiency in a
specific field
 Human skills
 The ability to work well with other
people
 Conceptual skills
 The ability to think and conceptualize about abstract
and complex situations concerning the organization
Skills Needed at Different Management Levels
14
 What Is An Organization?
19

An Organization Defined

An organization is a systematic arrangement of people brought
together to accomplish some specific purpose.

Common Characteristics of Organizations

 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure
CEO

HR Manager Accounts Manager Marketing Manager

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 Three common characteristics of the
organization
20

Every organization has its

purpose distinct purpose, which is
typically expressed in terms of
a goal or set of goals.
Organizations are made
up of people. Making a
goal into reality entirely
depends on people’s
decisions and activities
in the organization. Organization

People Structure
All organizations develop a systematic
structure that defines and limits the behavior
of its members.
 Why Study Management?
21

The Value of Studying Management

 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards for
their efforts.
Universal Need for Management
22
 Terms to Know
23
 manager  management roles
 first-line managers  interpersonal roles
 middle managers  informational roles
 top managers  decisional roles
 management  technical skills
 efficiency  human skills
 effectiveness  conceptual skills
 planning  organization
 organizing  universality of
 leading management
 controlling